Article DetailsConflict Affects the performance - An intensive research by Prof. Dewakar Goel |
| Date Added: September 17, 2007 02:25:27 PM |
Conflict Affects the performance
Over the past two decades there has been a significant amount of research investigating the conflict relationships . In most of the cases it has been observed that functional conflict is not harmful but dysfunctional conflicts plays unattainable demands and constraints on the employees which result in negative performances.
As a matter of fact no workplace can be entirely free from conflicts since no person has the luxury of working with people whom they like and as human beings are entirely different from one another, therefore, conflicts are an all time reality.
Conflicts at workplaces cannot be avoided. What can be done instead is to try and understand the reasons why conflicts are caused and make sure that they do not effect employees and the work of organization as far as possible.
What is conflict ?
Ø Conflict can be defined as a process which begins when one individual perceives that the another is trying to deprive him from his needs or dues.
Ø Conflict is a struggle between opposite needs.
Ø Conflict has got the same type of driving force as hunger and thirst.
Ø When two or more persons with different background and expectations interact with each other the stage is set for conflict in the life of organization.
Ø Conflict is a process in which individuals or groups take actions that interfere or block the interest of others. It serious matter for many organizations.
Ø Conflict occurs when a desired goal or objective is not reasonably available. Conflict can arise within a person, between persons, between organizational sub units and between organizations.
Raven & Kruglanski said “conflict is state of tension arising between two or more individuals or groups because they desire outcomes that are mutually incompatible”.
Why the conflict arise ?
When any person is asked in a conflict situation for the reasons of the same, most likely he will say “ I really do not want to quarrel with him, but what to do, when he finds pleasure in irritating me”.
The conflict can arise in the following situations :-
Ø When individual desires a different outcome from others in the matter of goals.
Ø When opposing value systems and problems in reconciling them arise in the organization.
Ø The conflict can arise due to cognition where one person holds ideas that are in conflict with those held by others.
Ø When one persons emotions, feelings or attitudes are incompitable with others the affect will be in the form of conflict.
Ø The conflict can also arise due to behavioural aspects when one person behaves in a way that is unacceptable to others.
Conflict can be classified
Ø The substantive conflict arise when there are fundamental differences over goals, resources, policies, procedure, task, value and rewards.
Ø The emotional conflict arise from feelings, resentment, fear, anger and anxiety about one’s own position in the organistaion. At times there is emotional conflict on account of superior – subordinate relationships and interpersonal interactions with co-workers and groups.
There are many factors that initiate and flare up conflicts in the workplace. Some of the common situations are narrated here.
Ø When there is a competition for scarce resources wthin the organization such as money, offce space, equipment, personnel and various perks. The scarcity of these valued resources result in conflicts between individual employees and groups. The study conducted in this regard revealed that the conflicts on this account are so frequent and costly that they occupy an estimated 20% of an average managers time.
Ø Ego plays an important role in causing conflict situations because whether it is a boss or subordinate everybody wants to maintain or satisfy his ego. There are certain leaders who can go to any extent for the sake of their ego.
Ø When the top management accepts the view point of subordinate ignoring Supervisor’s idea the result comes in the form of grave conflict situation like a full-fledged war.
Ø While working in the organization different temperaments also cause a lot of conflict. The employees performing the same tasks may have different approaches. One employee may have analytic and systematic work style whereas his colleague may just believe in finishing off the work and forget about it. This difference in temperament in the long run may create constant clashes and conflicts.
Ø Sometimes the boss is having prejudices against some employees without any evident reason and he expects from others also to dislike the particular employee. This situation result in conflict between the victim and guilty person who has started the same.
Ø When the hard and sincere work of the subordinate is not acknowledged by the boss and he is ignored in spite of efficient performance the working relationship between boss and subordinate start developing ample scope for conflict at the workplace.
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Various types of conflicts.
We have discussed various situations to know the reasons as to why the conflicts arises in the organizations. In order to understand the conflict management in detail, we need to classify the same into various types depending upon their nature. Let us see what are these types and how the same can be named.
Ø Organised and Unorganised conflict can be expressed when the parties to the conflict decides that they can successfully counter affect the other party, they may use organized conflict such as union management conflict. However, when parties view that organized conflict cannot solve the purpose they may resort to unorganised conflict such as absenteeism, late coming and job change etc.
Ø Perceived conflict arises when people perceive that conflicting conditions are existing in the organization. Their perception may be true or false but in any case it becomes potential ground to turn into real conflict.
Ø Line and staff conflict is observed in the organization when there are people who represent line and staff functions because the line manager consider themselves superior than the staff managers. The situation give rise to conflict on many issues.
Ø Latent conflict is the type of conflict which does not emerge in open because the parties do not show it openly though they may have conflict for various reasons.
Ø Manifest conflict is the one which not only recognized as conflict but the same is expressed explicitly and openly and can be termed as open conflict.
Besides above there are levels of conflict depending upon the particular situations e.g. conflict at individual level, group level and organizational level. This can also be called as interpersonal conflict, group and inter-group conflicts and class conflicts etc.
What is the role of conflict ?
Since Individual and organizational conflict was coming in the way of Performance Management, therefore, a lot of research was done to understand the roles. The issue was discussed and it came in the following forms :-
The traditional views explained the role of conflict in the following manner :
Ø It is bad, negative and harmful
Ø It leads to violence, destruction and irrationality
Ø It should be avoided
The human relations view consider the role of conflict as natural and inevitable. It was opined that its not possible to live a life without conflicts. The ideas, needs of one person may not always match with that of others working with him in the organization.
If we look from human relations point of view many people appear to pretend that conflict does not exist but in actual practice it do exist. There are some rare cases where conflict may benefit a particular person or group but general feeling is that it is bad though it cannot be eliminated.
The interactionist view with regard to the role of conflict considers conflict as a positive force of the group because without it a peaceful co-operative group will be prone for becoming estatic, epathetic and non-responsive to the needs for a change and innovation. The role of conflict was also identified as an ongoing minimum level of conflict to keep the group viable, self critical and creative because it is absolutely necessary to perform effectively.
Functional and dysfunctional conflict
The interactionist view does not propose that all conflicts are good rather it supports the contention that conflicts can be functional or constructive and dysfunctional or destructive.
In the functional conflict the problems are brought out, identified and clarified. The negative group thinking is avoided by dissolving organizational lethargy. The functional conflict witness stimulation of individual effort and promotion of creativity. It encourages group cohesiveness by providing a system of checks and balances within the organization. Finally, the functional conflict supports the goal of the group and improves its performance.
The dysfunctional conflict speaks about creation of too much stress for the individual with the result the cooperation is replaced by infighting and group decision making is reduced. The focus goes on short range goals at the cost of long range goals. In most of the cases the goals are distorted. There is hinderence in the group performance. Finally, the dysfunctional conflict is viewed as win-lose rather than win-win.
Conflicts have different Levels
Though we have studied about the types and classes of conflict but still there is a need to clarify all the levels which are commonly known. The following conflict levels can be named :
Ø Inter-personal conflict arises between two persons when one perceives and the other is frustrating his dues.
Ø Intra-personal conflict is there within the person concerned when he has to chose from two or more unpleasant choices.
Ø Intra-group-conflict arises when there is a conflict within one group.
Ø Inter-group-conflict arises when there is a conflict between groups.
Ø Task-conflict arises when the conflict relates to contents and goals of the work
Ø Process-conflict relating with the procedure or how the work is to be done.
All conflicts which focus on interpersonal relationships are mostly dysfunctional because interpersonal hostilities are inherent in them. The low levels up process conflict and low levels of task conflicts are functional because low levels of conflict stimulates discussion of ideas that makes the group perform better, but intense argument becomes dysfunctional.
The reaction of internal conflict increases the level of stress and tension. The conflict between people in the organizations and between the units of the organization cannot be avoided. Although organizational conflict is not always bad for the goal achievement. The conflict at organizational level proceeds through several distinct stages. In the early latent stage it comes in the form of general uneasiness, difference of opinion and because of different values among the people. Sometime the conflict is perceived and experienced by aggressiveness and hostility. However, the actual fight comes with physical aggression and verbal attacks.
What are the sources of potential conflict ?
Having known about the definitions, role and levels of conflicts there is reason to further discuss the other dimensions of conflict as to the source which give rise to the conflict in the organization. We may call them causes which come in the team conflict mainly due to the differences of personality, values, perspective, goals and culture. Let us briefly summarise them one by one.
Ø An incompatible goals
Ø Incompatible resource allocations
Ø Problem of status
Ø Difference in perception
Ø Inadequate communication
Ø Close style of leadership
Ø Tight and continuous observation.
Ø General control on other’s behaviour
Ø Boss wants more work in less time
Ø Subordinates want more consideration
Ø Customers demand faster deliveries
Ø Consultants suggest change
Ø The rule book prescribes a formula, the staff says it won’t work and so on.
There are some personal variables also which form the source of potential conflict in the organization such as individual value system and personality characteristics giving rise to individual differences. Some of these personal variables are dogmatic or authoritarian differing value system and value differences over the individual contribution to the group and the rewards he deserves.
Managing Conflict is necessary for better performance
The conflict is managed by adopting various strategies in the form of conflict resolution techniques. Let us see what are these techniques one by one for reducing conflict resulting better performance.
Ø Avoiding technique is possible only when issue involved in the conflict is of passing importance and more pressing matters are to be handled within a short time. We can avoid the conflict when there is no possibility of satisfying individual needs and also when potential damage of confronting the situation outweighs the benefits e.g. if the personality of a manager is such that he abuses his subordinates for no apparent reason, it will be natural for subordinates to avoid the boss because they cannot change him. This avoidance can be understood as exclusion of active struggle.
Ø Collaborating comes as a technique to find solutions which will satisfy both the parties of the conflict. It is best possible when the parties involve in the conflict are ready to learn and understand others point of view. E.g. if there is a conflict between personnel and finance managers over an issue of organizational interest or otherwise the General Manager can use collaborative mode to resolve the conflict. This conflict resolution can be termed as win-win situation.
Ø Compromising technique work when two parties wish to find some mutually acceptable solution which partially satisfies both the parties not fully. It is useful when goal persued are not so important as the risk potential. E.g. when the financial incentive has been granted to the marketing department for exemplary sales ignoring the production department who gave the deliveries in time and there is a conflict between the two with regard to grant of incentive to only one department when there was equal contribution of both. The mutual agreement.between the two departments to avail equal proportion of incentive resolves the conflict in compromising manner. This technique is useful to settle issues as a short-term remedy till a long term solution is worked out. This technique is neither totally wining nor losing.
Ø Competing technique is a power oriented mode of resolving conflict when a person uses his powers in the form of skills, knowledge, abilities to achieve the results. It is useful when the concerned individual recognizes that resources are limited and the system is being downsized e.g., when a particular department is not directly contributing to the profit of the organization therefore, the budget allocation of that department is reduced. This decision is taken on the basis of competitive power play. This technique is useful in emergencies when time is essence and quick actions are necessary and the boss know that other options are not possible and he is confident about his actions. In practice unpopular actions are implemented this way. Finally the situation can be termed win – lose perspective.
Ø Accomodating technique comes handy to resolve the conflict when an individual neglects his concern to satisfy other party and there is an element of sacrifice on his part. It is useful when the individual involved in the conflict realizes that he is wrong and also when the issue is much more important to the other party than the concerned individual. E.g. an employee is getting call to reach home immediately for some urgent domestic work and he request to leave the office. The boss allows by shouldering his task. The concept of accommodation is there as resolution when parties involved in the conflict try to preserve harmony. This technique can be understood with the theme that one party is highly concerned about the other and not so much about himself. This approach is adopted when the person wants to be reasonable and issues are more important to others. It builds social rapport and losses are minimized.
Corporate morality plays the role
We have discussed number of techniques to resolve the conflicts in the organization however, corporate morality comes as measure in a different manner. A corporate leader or boss can introduce morality in the organization by way of following measures :-
Ø Harmonious co-existence with colleagues
Ø Recognising sincere efforts of the subordinates
Ø Encouraging personnel for confidence in work culture
Ø Recognising the honest working of subordinate.
Ø Having a strong value system
Ø Creating the environment condusive to motivate subordinates
Ø Judging things by avoiding interpersonal sickness
Ø Adopting right approach towards everybody
Ø Developing an effective two way communication
Ø Implementing regular training and development plans
Ø Overlooking personal weaknesses of the subordinates
Ø Having face to face meetings
Ø Beware of surrounding “Yes Man” colleagues and subordinates
Ø Addressing issues and not the individual
Ø Appraising performance not the individual
Finally it can be said that a leader should stimulate functional conflicts to get the constructive results by effective communication, restructuring organization altering the rules and regulations and rearranging personnel by ensuring right person at the right place at the right time.
Intra Personal Conflict at individual level
We have been talking about various types of conflicts mainly concerned with two persons. However, when the question comes of Performance Appraisal affecting the overall productivity of the organization the conflict at individual level comes as a major cause that is why the conflict management has become the integral part of performance management.
The employee as an individual feels frustrated when a barrier comes in his way in attaining the desired objective. There are certain examples causing this intra-conflict such as denial of promotion due to non-availability of posts, personality clash with the superior, emotional bias etc.
The employee suffering with intra-conflict situation has got many reasons which makes him in internal dilemmas. Sometimes the employee finds himself in conflict about his own goals and feels indecisive. There may be a question of chosing between two equally good jobs. The transfer on promotion also give rise both positive and negative notions causing conflict. There are few cases where the individual come across a situation to chose between two equally negative outcomes like pay reduction due to failure and to wear uncomfortable and unattractive protective goggles.
It is important to know about the after effects of individual conflicts which come in the form of aggression affecting the performance reducing overall productivity of the organization. The employee suffering with conflict at individual level may resort to raging at his own spouse and children. If the conflict is because of barriers as explained above he may attack the barrier itself. In some cases of frustration the individual may plot revenge or enter into general negativism. Finally, a stage may come when he may withdraw physically and or psychologically.
How the individual conflict can be resolved ?
Conflicts affect the performance of the organization and has got adverse effect over the health, efficiency and well being of the individual, therefore, it is in the better interest of concerned individual to make efforts for resolving the same. The following guidelines can really work in this direction :-
Ø See matters objectively, have a positive frame of mind.
Ø Try to be objective while judging, assessing & mingling with people.
Ø Assess people for what they say to do,
Ø not based upon their rank or position.
Ø If someone does a favour to you, do not ask for too much of it.
Ø Never think that you are always right. You may be a great person, but not necessary always right so be ready to correct your ways if you have gone astray.
Ø Resolve conflicts at the initial stage with your colleague or otherwise things will only get worse.
Ø Be free & frank. If you have a difference of opinion with your colleague, try to talk it out to him & resolve it rather than accumulating the entire thing. After a discussion, this person might turn to be your friend too.
Ø Try to maintain a level of distance from others so that people will not find it that easy to drag you into a conflict practice distancing
Ø Never assume things. No person can read another person’s mind, never try to do the same when even in a conflict.
Ø Avoid blaming others and never deny responsibility. When things go wrong, do not wash off hands and blame it all on your colleagues. Accept your mistakes and share the responsibility for problem solving.
There are people who are into the business of cooking up stories about all those whom they do not like. Those who do this have to keep in mind that they appear to be fools to others & think that they have no better work to do than this.
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